Should-Cost Modeling Handbook

Should-Cost Modeling Handbook explores the strategy, tactics, and implementation of different should-cost model methodologies. The content in this volume is relevant in various situations across multiple industries. Drawing on real-life case studies of major Fortune 500 companies, Ken Chan and Hugo M. Breton discuss how procurement and supply chain professionals use the should-cost model to improve their negotiations, collaborate with suppliers, as well as work with engineering and manufacturing to conduct product value engineering and optimize end-to-end supply chain.

Should-Cost Modeling Handbook explores the strategy, tactics, and implementation of different analytical methodologies. The content in this book is relevant in various situations across multiple industries. Drawing on real-life case studies of major Fortune 500 companies, Ken Chan and Hugo M. Breton discuss how procurement and supply chain professionals use the should-cost model to improve their negotiations, collaborate with suppliers, as well as work with engineering and manufacturing to conduct product value engineering and optimize end-to-end supply chain. Ken Chan and Hugo M. Breton share 50 years of combined experience in line management and management consulting in this book. This title also covers the key strategies for successful implementation and change management for companies to implement should-cost models and create their own value-chain intelligence. The authors included a fictional scenario to bring certain key concepts to life. This handbook is a must-have for the procurement and supply chain professionals who want to deliver step-change savings and elevate their game to the board room agenda level!

Kenneth (Ken) Chan is a procurement and supply chain executive with over twenty years of consulting, industry, and engineering experience. Most recently, he was the chief procurement officer of Asplundh Tree Expert, a $4B privately owned company, and a management consultant at Deloitte and PwC. His journey has taken him through several industries, leading end-to-end transformation projects with an impact in the tens of millions of dollars for Fortune 500 companies. Ken believes that deep value chain intelligence and supplier collaborations are the key to strategic success. The core of his work is developing skills and management infrastructure, helping organizations develop the right capabilities by leveraging the knowledge gained from analysis. He is a distinguished member of the Institute for Supply Management (ISM) and has spoken at several industry forums about the benefits of should-cost models in the current competitive environment. Mr. Chan holds an MBA with the highest distinction from the University of Michigan School of Business, a business degree from the University of London, and an electrical engineering degree from the University of Hong Kong.